As part of the GLOBE project, this paper explores the societal and the organizational culture of the Romanian finance industry as reflected by middle managers' opinion. The two culture levels are compared across nine cultural dimensions. The differences between the cultural manifestations (practices and values) are analyzed through comparing the middle managers' answers to "what is" and "what should be" type questions at organizational and societal levels. The findings show some significant differences for the majority of the cultural dimensions examined both between culture levels (organizational versus societal) and culture manifestations (practices versus values).
... in Western leadership and management styles. Fourth, from a cultural perspective, the Romanian...
... structures and transactional management styles (McCarthy et al. 2008). Personal autonomy among no...
... certain aspects of other think tanks' management and operating styles; however, actors are embedded...
... characterizes and compares the management styles of small and medium-sized (SMEs) and large-scale e...
... to the most effective labour cost management, but involves a variety of soft work practices. Th... pressure and authoritarian management styles. Multico is close to general French practices in f...
Based on empirical studies in Romania, Estonia, Germany, and Austria within the GLOBE project, the authors try to answer the question of cultural embeddedness of leadership patterns in an environment of more and more globalised management. Special emphasis is put on the match/mismatch of the observed styles of leadership behaviour of CEO's with regional and global expectations, on the differences and similarities between the examined countries, the influence of transformational settings in the CEE countries, and the prospective changes due to a new generation of managers.
In leadership, trust between superiors and subordinates plays a very important role. This article presents the results of empirical research covering the connection between the level of trust within an organization and leadership styles, which were defined in a dichotomous way (democratic vs. non-democratic). In order to understand the mutual connection between trust and leadership on a deeper level, we selected delegation, communication and control as important elements in the leadership process. The results obtained in the analyses indicate the connection between the level of democracy in leadership styles and the level of formalisation in delegation, communication and the control of the tasks of one's subordinates, as well as the democracy in leadership and the level of trust.
This study examines effects of structurally anchored organizational democracy on perceived sociomoral atmosphere and on employees' prosocial, democratic behavioral orientations. Data result from the ODEM research project. Beside a description of the concept of sociomoral atmosphere, within this project, 30 small and medium sized enterprises from Austria, North Italy, South Germany, and Liechtenstein (542 participants) were surveyed with questionnaires, interviews, and document analyses. Based on organizational science criteria, several types of enterprises were derived and pooled into three groups of structurally anchored organizational democracy (no, medium, and high democracy). Multivariate group analyses show significant differences between those groups in parts of their prosocial an...
... practices, role attributes, conflict management styles, systems of gratuity, form the organisation...
This study compared women's roles, expectations and experiences in two comparable, male dominated industrial manufacturing companies in Australia. Both organisations are subject to legislated equal opportunity program and reporting requirements. The research was conducted to examinee the differences between what is submitted in their EEO reports and the experience of women workers in the organisations. Good jobs and poor jobs existed in the same legislative and industrial framework and in the same local labour market. The differences are located in a combination of organisational and cultural conditions.
... welcomed diversity in management styles and valued differences in addition to avoiding ris...
...Emerging Multinationals: Management Styles, Typologies and Outcomes. Deadline: 30 March 2010....
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